The current model of capitalism is under pressure and a new model seems to be needed. Learn how CEO David Smollan crystallised their purpose and brought it alive across their business, preparing them to be sustainable through the possible changes ahead.

Sustainability and growth can seem like they are in conflict. In this episode, Dyan Crowther, CEO at Highspeed One, describes how their purposeful strategy has allowed them to have both.

You don’t have to use a structured process to define your purpose. Learn how a more instinct-based approach allowed CEO Helen Rippon to rediscover Worldwide Cancer Research’s purpose and use that to sharpen their strategy, in this episode of The Purposeful Strategist

How can a purposeful strategy drive new growth in a 40 year-old business? Learn how new CEO David Hall does it at Total Kare, in this episode of The Purposeful Strategist.

Managing Director Andy Shaffer shares a simple way to know if your organisation’s purpose is compelling. He also discusses how changing their approach to strategy resulted in a more commercial leadership team. Finally, he describes how they help their people cope with the pressures of a demanding purpose.

Chief Executive Officer Noel Butwell, describes how they are achieving client-led growth and the way their growth is addressing a nation-wide capacity gap. He discusses why it’s important to keep strategy simple and how they use a few simple rules to decentralise strategy implementation. He also shares what he found to be the hardest part of developing and implementing their strategy.

CEO Elisabetta Castiglioni shares with us the key interaction in developing their strategy and the two big strategic challenges they always need to manage. She also describes what they are doing to retain employment in the face of digital disruption.

Jenny Higham, Principal at St George’s University of London addresses the tensions top leaders face as they navigate authenticity, confidentiality, financial pressures, and an ever-expanding set of aspirations for the organisation. She also describes how she balances the need for leadership from the top with an open, inclusive approach for strategy development. And, she shares a simple tip for what to do when something major makes big parts of your strategy no longer relevant.